Final WC Project (1)

7/31/2019 Final WC Project (1)

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A

PROJECT REPORT ON

Analysis of Working Capital Management

SUBMITTED IN FULFILLMENT

FOR THE DEGREE OF

MASTERS IN MANAGEMENT STUDIES

MUMBAI UNIVERSITY

BY

Ms. Arpana A Tiwari

MMS- FINANCE

PROJECT GUIDE

Prof. Kaustubh Sontakke

PILLAIS INSTITUTE OF MANAGEMENT STUDIES

AND RESEARCH, NEW PANVEL

2010-2012

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Certificate of Approval

This is to certify that the capstone project entitled Analysis of Working Capital Management

submitted by Arpana Tiwari, a student of Pillais Institute of Management Studies and

Research, as a part of the curriculum of Masters of Management Studies (MMS) has beenapproved.

___________________ ___________________

Prof. Kaustubh Sontakke

Project Guide Director - PIMSR

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DECLARATION

I hereby declare that this report titled Analysis of Working Capital Management " is a record

of independent work carried out by me as a part of Final Year Capstone Project for the MMS

course of Mumbai University for the period starting from December 2011 to January 2012.

The above project was performed under the guidance of Prof. Kaustubh Sontakke

I declare that the information given in the above project is true to my knowledge.

Date: __________________________

Signature of the student

ACKNOWLEDGEMENT

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The work on this project has been an inspiring, often exciting, sometimes challenging, but always

an interesting experience.

At the very outset, I wish to thank M Prof. Kaustubh Sontakke for giving me the opportunity to

participate in this interesting research project.

He has supported me with his guidance, insights, encouragement and many a fruitful

discussion on Working Capital Management. I am grateful to him to have spared his time and

showing the patience to our answer our queries. The kindness shown by him, in spite of him being

so busy with his work, is highly appreciated.

I would like to thank Dr. G. Vijayaragavan - The director of our college and all my fellow

colleagues who supported me at all times. This ensured the prompt completion of this project.

This acknowledgment would be incomplete without expressing my sincere appreciation to all myfriends who spent their precious time in filling up the questionnaires which formed the base of

this research.

EXECUTIVE SUMMARY

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The project is all about understanding of working capital management of a company Inventory is

monitored differently for raw materials, work in progress, finished goods and stores. Monthly

inventory report is sent to chairman through the finance department to corporate office, but the major

portion of debtor are dealt by Central Marketing Organization.

For analysis of working capital management of company two financial years working capital are

compared.

Mainly two ratios which were related to working capital Liquidity Ratios and Turnover ratios. This

ratio indicates companys liquidity position is better as compare to previous year and turnover ratios

are also improve over the previous year.

.The significance and need for the study will help the company to analyze the factors that affect the

working capital of the business the most, and subsequently find out what should be the composition of

these factors in order to have a sound working capital. The project involved collecting of both primary

data provided by the company as well as secondary data through various sources.

INDEX

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Chapter I

INTRODUCTION

6

No. PARTICULARS PAGE

NO.

Chapter I Introduction 7Objective of the study 8

Literature review 9

Chapter II Ratio Analysis and Interpretation 26

Chapter III Findings 35

Conclusion 38

Chapter-IV Bibliography 39


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Financial Management is that managerial activity which is concerned with the planning and controlling

of the firms financial resources. Financial management focuses on finance manager performing

various tasks as Budgeting, Financial Forecasting, Cash Management, Credit Administration,

Investment Analysis, Funds Management, etc. which help in the process of decision making.

Financial management includes management of assets and liabilities in the long run and the short run.

The management of fixed and current assets, however, differs in three important ways: Firstly, in

managing fixed assets, time is very important; consequently discounting and compounding aspects of

time element play an important role in capital budgeting and a minor one in the management of current

assets. Secondly, the large holdings of current assets, especiallycash, strengthen firms liquidity

position but it also reduces its overall profitability. Thirdly, the level of fixed as well as current assets

depends upon the expected sales, but it is only the current assets, which can be adjusted with sales

fluctuation in the short run.

Here, we will be focusing mainly on management of current assets and current liabilities. Management

of current assets needs to seek an answer to the following question:

1. Why should you invest in current assets?

2. How much should be invested in each type of current assets?

3. What should be the proportion of short term and long-term funds to finance the

current assets?

4. What sources of funds should be used to finance current assets?

OBJECTIVE OF THE STUDY

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To study the optimum level of current assets and current liabilities of the

company

To study the liquidity position through various working capital related ratios

To study the working capital components such as receivables accounts, cash

management.

LITERATURE REVIEW

CONCEPT OF WORKING CAPITAL:

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Working Capital Management is the process of planning and controlling the level and mix of

current assets of the firm as well as financing these assets. Specifically, Working Capital Management

requires financial managers to decide what quantities of cash, other liquid assets, accounts receivables

and inventories the firm will hold at any point of time.

Working capital is the capital you require for the working i.e. functioning of your business in the short

run.

Net working capital refers to the difference between the current assets and the current liabilities.

Current liabilities are those claims of outsiders, which are expected to mature for payment within an

accounting year and include creditors, bills payable, bank overdraft and outstanding expenses.

When current assets exceed current liabilities it is called Positive WC and when current liabilities

exceed current assets it is called Negative WC.

The Net WC being the difference between the current assets and current liabilities is a qualitative

concept. It indicates:

The liquidity position of the firm

Suggests the extent to which the WC needs may be financed by permanent sources of funds

It is a normal practice to maintain a current ratio of 2:1. Also, the quality of current assets is to be

considered while determining the current ratio. On the other hand a weak liquidity position poses a

threat to the solvency of the company and implies that it is unsafe and unsound. The Net WC concept

also covers the question of judicious mix of long term and short-term funds for financing the current

assets.

Permanent and variable working capital:The minimum level of current assets required is referred to as permanent working capital and the

extra working capital needed to adapt to changing production and sales activity is called temporaryworking capital.

NEED AND IMPORTANCE OF WORKING CAPITAL MANAGEMENT:

The importance of working capital management stems from the following reasons:

1. Investment in current assets represents a substantial portion of the total investment.

2. Investments in current asset and the level of current liabilities have to be geared quickly to

change in sales, which helps to expand volume of business.

3. Gives a company the ability to meet its current liabilities4. Take advantage of financial opportunities as they arise.

A firm needs WC because the production, sales and cash flows are not instantaneous. The firm needs

cash to purchase raw materials and pay expenses, as there may not be perfect matching between cash

inflows and outflows. Cash may also be held up to meet future exigencies. The stocks of raw materials

are kept in order to ensure smooth production and to protect against the risk of non-availability of raw

materials. Also stock of finished goods has to be maintained to meet the demand of customers on

continuous basis and sudden demand of some customers. Businessmen today try to keep minimum

possible stock as it leads to blockage of capital. Goods are sold on credit for competitive reasons. Thus,

an adequate amount of funds has to be invested in current assets for a smooth and uninterrupted

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production and sales process. Because of the circulating nature of current assets it is sometimes called

circulating capital.

FACTORS INFLUENCING THE WORKING CAPITAL REQUIREMENT:

All firms do not have the same WC needs .The following are the factors that affect the WC

needs:

1. Nature and size of business: The WC requirement of a firm is closely related to the

nature of the business. We can say that trading and financial firms have very less

investment in fixed assets but require a large sum of money to be invested in WC. On

the other hand Retail stores, for example, have to carry large stock of variety of goods

little investment in the fixed assets.

Also a firm with a large scale of operations will obviously require more WC than the smaller

firm.

The following table shows the relative proportion of investment in current assets and fixedassets for certain industries:

Current

assets

(%)

Fixed assets

(%)

Industries

10-20 80-90 Hotel and restaurants

20-30 70-80 Electricity generation and Distribution

30-40 60-70 Aluminum, Shipping

40-50 50-60 Iron and Steel, basic industrial chemical50-60 40-30 Tea plantation

60-70 30-40 Cotton textiles and Sugar

70-80 20-30 Edible oils, Tobacco

80-90 10-20 Trading, Construction

1. Manufacturing cycle: It starts with the purchase and use of raw materials and completes

with the production of finished goods. Longer the manufacturing cycle larger will be the

WC requirement; this is seen mostly in the industrial products.

2. Business fluctuation: When there is an upward swing in the economy, sales will increase

also the firms investment in inventories and book debts will also increase, thus it will

increase the WC requirement of the firm and vice-versa.

3. Production policy: To maintain an efficient level of production the firms may resort to

normal production even during the slack season. This will lead to excess production and

hence the funds will be blocked in form of inventories for a long time, hence provisions

should be made accordingly. Since the cost and risk of maintaining a constant production is

high during the slack season some firms may resort to producing various products to solve

their capital problems. If they do not, then they require high WC.

4. Firms Credit Policy: If the firm has a liberal credit policy its funds will remain blocked

for a long time in form of debtors and vice-versa. Normally industrial goods manufacturing

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will have a liberal credit policy, whereas dealers of consumer goods will a tight credit

policy.

5. Availability of Credit: If the firm gets credit on liberal terms it will require less WC since

it can always pay its creditors later and vice-versa.

6. Growth and Expansion Activities: It is difficult precisely to determine the relationship

between volume of sales and need for WC. The need for WC does not follow the growth

but precedes it. Hence, if the firm is planning to increase its business activities, it needs to

plan its WC requirements during the growth period.

7. Conditions of Supply of Raw Material: If the supply of RM is scarce the firm may need

to stock it in advance and hence need more WC and vice-versa.

8. Profit Margin and Profit Appropriation: A high net profit margin contributes towards

the WC pool. Also, tax liability is unavoidable and hence provision for its payment must be

made in the WC plan, otherwise it may impose a strain on the WC.

Also if the firms policy is to retain the profits it will increase their WC, and if they decide

to pay their dividends it will weaken their WC position, as the cash will flow out. However this can beavoided by declaring bonus shares out of past profits. This will help the firm to maintain a good image

and also not part with the money immediately, thus not affecting the WC position.

FINANCING CURRENT ASSETS

LEVEL OF CURRENT ASSETS REQUIRED

An important WC policy decision is concerned with the level of investment in current assets. Under a

flexible policy or conservative policy the investments in current assets is high. This means that the

firm maintains a huge balance of cash and marketable securities carries a large amount of inventoriesand grants generous amount of credit to customers, which leads to high level of debtors.

Under a restrictive policy or aggressive policy the investment in current assets is low.

Determining the optimum level of current assets involves a trade off between costs that rise and fall

with current assets. The former are referred as carrying costs and the latter as shortage costs.

Carrying costs are mainly in the nature of cost of financing a higher level of current assets. Shortage

costs are mainly in the form of disruption in production schedule, loss of sale, and loss of customer

goodwill, etc. Normally the total cost curve is flatter around the optimal level. Hence it is difficult to

precisely find the optimal level.

CURRENT ASSETS FINANCING POLICY:

After establishing the level of current assets, we further need to decide what mix of long-term capital

and short-term debt should the firm employ to support it current assets. Three kind of financing can be

distinguished; long term financing, short term financing and spontaneous financing.Sources of

long term financing are shares, debentures, preference share, retained earnings and debt from financial

institution, sources of short term finance include bank loans, commercial papers and factoring

receivables, whereas, spontaneous source of finance refers to the automatic sources of short term funds

like creditors, bills payable and other outstanding expenses.The firms to finance its WC requirements may use one of the following three strategies:

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Strategy A: Only long-term sources are used to finance its entire WC requirements. When the

WC requirements are less then the peak level the balance is invested in liquid assets like cash

and marketable securities.

However it leads to inefficient management of funds as you may have to pay high interest

or you could invest it in other places where you could earn good returns.

Strategy B: Long-term financing is used to meet the fixed asset requirements, permanent WC

requirement and a portion of fluctuating WC requirement. During seasonal upswings, short-

term financing is used, during seasonal down swings surplus is invested in liquid assets. This is

also called the conservative approach.

This is the middle route, where at least you know that you normally wouldnt fall

short of WC. However you could still make better use of your funds.

Strategy C: Long-term financing is used to meet the fixed asset requirements and permanent

WC requirement while short term financing is used to finance the fluctuating needs.

This is a little riskier strategy, as you may not always be able to arrange forWC finance as and when you need and hence may cause a considerable loss in terms of money,

reputation, etc.

COST OF FINANCING:

In developed countries it has been observed that the rate of interest is related to the maturity of the

debt. This relationship between the maturity of debt and its cost is called the term structure of interest

rates. The curve related to it is called the yieldcurve, which is generally upward sloping. Longer the

maturity period, higher is the rate of interest. However it is opposite in India.Flexibility: It is easier to repay short-term loans and hence if the firm were of the opinion that it

would require lesser funds in near future, it would be better to go in for short-term sources.

Risk Of Financing: Long- term sources though expensive are less risky as you are always assured of

at least the minimum funds required by you, on the other hand you may not always be able to get

finance from short-term sources which in turn could hamper the functioning of your business. Also

though the return on equity is always higher in case of aggressive policy, it is much more costly.

MEANING AND IMPORTANCE

Cash is the money, which the firm can disburse immediately without any restriction. Near- cash items

like marketable securities or bank time deposits are also included in cash.

Cash management is concerned with the managing of:

i. Cash flows into and out of the firm

ii. Cash flows within the firm and

iii. Cash balances held by a firm at a point of time.

Cash management is important because:

i. Cash is used for paying the firms obligation

ii. Cash is an unproductive asset, you need to invest it somewhere

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iii. It is difficult to predict cash flows accurately as there can not be perfect coincidence between

the inflows and outflows of cash

iv. Though cash constitutes the smallest portion of total current assets, managements considerable

time is devoted in managing it.

The obvious aim of the firm these days is to keep its cash balance minimum and to invest the

released cash funds in profitable opportunities.

In order to overcome the uncertainty about predictability of cash flow, the firms should evolve

strategies regarding the following four facets of cash management:

i. Cash planning: Cash surplus or deficit for each period should be planned; this can be done by

preparing the cash budget.

ii. Managing the cash flows: The firm should try to accelerate the inflows of cash flow while

trying to minimize the outflows.

iii. Optimum cash level: The cost of excess cash and the dangers of cash deficit should be

matched to determine the optimum level.

iv. Investing idle cash: The firm should about the division of such cash balances between bankdeposits and marketable securities.

In order to manage cash you need to manage the sources of additional working capital, which includes

the following:

Existing cash reserves

Profits (when you secure it as cash!)

Payables (credit from suppliers)

New equity or loans from shareholders

Bank overdrafts or lines of credit

Long-term loans

If you have insufficient working capital and try to increase sales, you can easily over-

stretch the financial resources of the business. This is called overtrading.

WHY DOES A FIRM NEED CASH?

i. Transaction motive: firm needs cash for transaction purpose.

ii. Precautionary motive: The magnitude and time of cash inflows and outflows is always

uncertain and hence the firms need to have some cash balances as a buffer.iii. Speculative motive: All firms want to make profits from fluctuations in commodity prices,

security prices, interest rates and foreign exchange rates .A cash rich firm is in a better position

to exploit such bargains. Hence, the firm with such speculative leanings may carry additional

liquidity.

INVESTMENT OF SURPLUS FUNDS

Type of marketable securities:

The choice in this case is restricted to the govt. treasury bills and commercial bank deposits.

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Treasury bills: It represents short-term obligations of govt. that have maturities like 91 days, 182

days and 364 days. They are instead sold at a discount and redeemed at par value. Though the return

on them is low they appeal for the following reasons:

i. Can be transacted easily as they are issued in bearer form.

ii. There is a very active secondary market for treasury bills and the Discount and

Finance House of India is a major market maker.iii. They are virtually risk- free.

Commercial bank deposits: The firm can deposit its excess cash with commercial banks for a fixed

interest rate, which further depends on the period of maturity. Longer the period, higher the rate .It is

the safest short run investment option for the investors. If the firm wishes to withdraw its funds

before maturities, it will lose on some interest.

MANAGEMENT OF DEBTORS:

Cash flow can be significantly enhanced if the amounts owing to a business are collected faster. Slow

payment has a crippling effect on business, in particular on small businesses that can least afford it. If

you don't manage debtors, they will begin to manageyour business as you will gradually lose

control due to reduced cash flow and, of course, you could experience an increased incidence of bad

debt.

The following measures will help manage your debtors:

Make sure that the control of credit gets the priority it deserves.

Establish clear credit practices as a matter of company policy.

Make sure that these practices are clearly understood by staff, suppliers and customers.

Be professional when accepting new accounts, and especially larger ones.

Check out each customer thoroughly before you offer credit. Use credit agencies, bank

references, industry sources etc.

Establish credit limits for each customer... and stick to them.

Continuously review these limits when you suspect tough times are coming or if operating in

a volatile sector.

Keep very close to yourlarger customers.

Invoice promptly and clearly.

Consider charging penalties on overdue accounts.

Consider accepting credit /debit cards as a payment option.

Monitor your debtor balances and ageing schedules, and don't let any debts get too large or

too old.

Debtors due over 90 days unless within agreed credit terms should generally demand immediate

attention.

A customer who does not pay is not a customer . Here are a few ideas that may help you in

collecting money from debtors:

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Develop appropriate procedures for handling late payments.

Track and pursue late payers.

Get external help if your own efforts fail. .

In difficult circumstances, take what you can now and agree terms for the remainder. It

lessens the problem.

When asking for your money, be hard on the issue - but soft on the person. Don't give thedebtor any excuses for not paying.

Goal Of Credit Management

To manage the credit in such a way that sales are expanded to an extent to which the risk remains

within an acceptable limit. Hence for maximizing the value, the firm should manage its credit to:

Obtain optimum not maximum value of sales.

Control the cost of credit and keep it at minimum.

Maintain investment in debtors at optimum level.

OPTIMUM CREDIT POLICY

The important variables you need to consider before deciding the credit policy are:

Credit terms: Two important components of credit terms are credit period and cash discounts.

Credit period is generally stated in terms of net period, for e.g., net 30.it means that the

payment has to be made within 30 days from day of credit sale.

Cash discount is normally given to get faster payments from the debtors. The complete credit terms

indicate the rate of cash discount, the period of credit and the discount period. For ex: 3/10, net 30

this implies that 3 % discount will be granted if the payment is made by the tenth day, if the offer is not

availed the payment has to be made by the thirtieth day.

The firm also needs to consider the competitors action, if the competitors also relax their policy, when

you relax your policy, the sales may not go up as expected.

Credit standards : Liberal credit standard tend to put up sales and vice-versa. The firms credit

standards are influenced by the five Cs:

i. Character- the willingness of the customer to pay

ii. Capacity- the ability of the customer to pay

iii. Conditions- the prevailing economic conditions

iv. Capital- the financial reserves of a customer. If the customer has difficulty in

paying from operating cash flow, the focus shifts to its capital.

v. Collateral- The security offered by the customers.

The effect of liberalizing credit standards on profit may be estimated by:

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P = change in profit

S = change in sales

V = ratio of variable cost to sales

K = cost of capital

I = increase in receivables investment

b = bad debts loss ratio on new sales

Collection policy : A collection policy is needed s as to induce the customer to pay his bills on

time and to remind him of payment if the credit period is over and he has still not paid the bill.

CREDIT PROCEDURE FOR INDIVIDUAL ACCOUNTS

Collection procedure will differ from customer to customer .The credit evaluation procedure

of the individual accounts should involve the following steps:

i. Credit information: The firm should ensure the capacity and willingness of the customer to

pay before granting credit to him. Following sources may be employed to get the information:

a) Financial statements: Financial statements like the balance sheet and the P&L a/c can be

easily obtained except in the cases of individuals or partnership firms. If possible additionalinformation should be sought from firms having seasonal sales. The credit-granting firm should

always insist on the audited financial statements.

b) Bank references: A firm can get the credit information from the bank where his customer has

it account; he can do so, through its bank, since obtaining direct information is difficult. Here

the problem is that the customer may provide reference of only those banks with which it has

good relations.

c) Trade references: The firm can ask the customer to give trade references of people with

whom he has or is doing trade. The trade referee may be contacted to get the necessary

information. The problem here is that the customer may provide misleading references.

d) Credit bureau reports: Advanced countries have credit bureau organizations, which

specialize in providing credit information. There is a strong need to develop such an

organization in our country.

e) Price and yields on securities: For listed companies, valuable inferences can be obtained

from the stock marker data. Higher the price earnings multiple and lower the yield on bonds,

other things being equal, lower will be the credit risk.

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f) Experience of the firm: Trading of the company with others or with same Co. done before

can be examined so as to get the necessary information and take further decision.

ii. Credit investigation: The factors that affect the extent and nature of credit investigation are:

The type of customer, whether new or old.

The customers business line, background and related trade risks.

The nature of the product-durable or perishable.

Size of order and expected future volumes of business with him.

Companys credit policies and practices.

A performance report of each trade customer should be maintained and up dated regularly. Whenever

the firm experiences a change in the customers paying habit, his file can be thoroughly checked. The

intensity or the depth of credit review will depend on the quality of customer account and the credit

involved. Though credit investigation involves cost, credit decision without adequate investigation can

be more expensive in terms of collection cost or loss due to bad debt.

iii. Credit analysis: The credit information supplied should be properly analyzed. The ratios

should be calculated to find out the liquidity position and should be compared with the industry

average. This will tell us whether the downfall if any is because of general industrial

environment or due to internal inefficiencies of the firm.

For judging the customer the credit analyst may use quantitative measure like the financial ratios and

qualitative assessments like trustworthiness etc.

Credit analyst may use the following numerical credit scoring system:

Identify factors relevant for credit evaluation.

Assign weights to these factors that reflect their relative importance.

Rate the customers on various factors, using the suitable rating scale.

For each factor multiply the factor rating with the factor weight to get the factor score.

Add all the factor score to get the over all customer rating index

Based on the rating index, classify the customer.

On basis of this the credit granting decision is taken. If p is the probability that the customer will pay,

(1-p) the probability that he defaults, REV the revenue from sales, (COST) the cost of goods sold, the

expected profit for the action offer credit is:

p (REV-COST) - (1-p) COST

The expected profit for the action refuse credit is 0, if the expected profit of the course of action

offer credit is positive; it is desirable to extend credit, otherwise not.

For ex: if the probability that a customer would pay is 0.7 and the probability that a customer would

default is 0.3,the revenue from sales is Rs 1400 and the cost of sales is Rs 600;the expected profit of

offering credit is

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0.7(1400-600) 0.3(600) = Rs. 380

iv. Credit limits: The next logical step is to determine the amount and duration of credit. It

depends upon the customers creditability and the financial position of the firm. A line credit is

the maximum amount of credit, which the firm will extend at a point of time. A customer may

sometimes demand a credit higher then his credit line, which may be granted to him if the

product has a high margin or the additional sales help to use the unutilized capacity of the firm.The normal collection period should be determined keeping in mind the industry norm.

v. Collection procedure: The firm should clearly lay down the collection procedures for the

individual accounts, and the actions it will resort to if the payments are not made on time.

Permanent customers need too be handled carefully; else the firm may lose them to the

competitors. In order to study correctly the changes in the payment behavior of customers, it is

necessary to look at the pattern of collections associated with credit sales.

MEANING AND OBJECTIVES

Inventories are the stock of the products a company is manufacturing for sale and the

components that make up the product. They exist in three forms; raw materials, work-in-process and

finished goods. A fourth kind of inventory the firms also maintain i.e. the inventories of supplies. It

includes office and plant cleaning material, oil, fuel, light bulbs, etc.

Inventories constitute the most significant part of current assets of a large majority of

companies in India. For e.g., on an average, 60 % of the current assets in the public limited companies

are, inventories.

INDUSTRY

% OF INVENTORY

TO CURRENT

ASSETS

Tea plantation, edible vegetables, hydrogenated oils, sugar,

cotton, jute and woolen textiles, non-ferrous metals, transport

equipments, engineering workshops etc

60 %

Printing and publishing, electricity generation and supply,

trading and shipping industries.30 %

Tobacco 76 %

OBJECTIVES OF INVENTORY MANAGEMENT

An effective inventory management should:

Ensure continuous supply of materials.

Maintain sufficient stock of RM in periods of short supply and anticipate price changes.

Maintain sufficient FG inventory for smooth sales operation and efficient customer

service

Minimize the carrying cost and time.

Control investment in inventory, and keep it at an optimum level.

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Average stock-holding periods will be influenced by the nature of the business. For example, a

fresh vegetable shop might turn over its entire stock every few days while a motor factor would be

much slower as it may carry a wide range of rarely-used spare parts in case somebody needs them.

The key issue for a business is to identify the fast and slow stock movers with the objectives of

establishing optimum stock levels for each category and, thereby, minimize the cash tied up in stocks.

Factors to be considered when determining optimum stock levels include:

What are the projected sales of each product?

How widely available are raw materials, components etc.?

How long does it take for delivery by suppliers?

Can you remove slow movers from your product range without compromising best

sellers?

For better stock control, the following steps can be undertaken:

Review the effectiveness of existing purchasing and inventory systems.

Know the stock turn for all major items of inventory.

Apply tight controls to the significant few items and simplify controls for the trivial

many.

Sell off outdated or slow moving merchandise - it gets more difficult to sell the longer

you keep it.

Consider having part of your product outsourced to another manufacturer rather than

make it yourself.

INVENTORY MANAGEMENT TECHNIQUES :

The two basic questing related to inventory management are:

1) What should be the size of the order?

2) At what level the order should be placed?

The answer to the first question is the Economic Order Quantity (EOQ) model, which talks

about three types of costs in relation to inventory management i.e. ordering cost, carrying cost and

shortage cost.

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ORDERING COSTS CARRYING COSTS SHORTAGE COSTS

Preparation of

purchase order.

Expediting.

Transport.

Receiving and

placing in storage.

Interest on capital locked

in inventory.

Storage.

Insurance.

Obsolescence.

Taxes.

Purchase at a high

cost due to shortage.

Extra cost incurred to

meet the customers

demand due toexisting shortage.

Losing the customer.

MONITORING AND CONTROL OF INVENTORIES

ABC analysis can be used for the control of inventories.

Firms need to maintain various types of inventories .In most inventory a large portion of the

inventories account for only small amount of

cost whereas small portion of inventory

contribute to a large value (in monetary

terms). ABC analysis concentrates on this fact,

thus requires us to put in more efforts to

control inventory that leads to the maximum

cost. This approach classifies the inventories

in three broad categories A, B, and C.

CATEGORY IMPORTANCE% OF INVENTORY

ITEMS

%VALUE IN

MONEY TERMS

A Most important 15 to 25 % 60 TO 75 %

BModerate

importance20 to 30 % 20 to 30 %

C Least important 40 to 60 % 10 to 15 %

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The following procedure may be used for determining the three categories:

Rank the items of inventory in descending order, on the basis of their annual consumption

value and number them 1 through n.

Record the running cumulative totals of annual consumption values and express them as

percentages of the total value of consumption

Express each number in this list, 1 through n, as a percentage of n (these percentages are

actually cumulative percentages)

Look at the cumulative percentages of consumption value against the cumulative percentage

of numbers and classify them into three broad categories: A, B and C

JUST IN TIME INVENTORY CONTROL:

Taichi Okno of Japan originally developed it. It simply implies that the firm should carry minimum

level of inventory and depends on suppliers to get it just-in-time. Normally the firm wants to keep

more inventories so that they do not have shortage problems leading to production and sales delays.

It however is very difficult to implement since:

It requires a strong and dependable relationships with suppliers who are geographically not

very remote from the manufacturing plant

A reliable transportation system.

Proper storage facility at a place, which can be easily accessed as and when, required.

However many believe that the just in time concept is not about getting the material just in time

but reducing the lead time of the process, that is, shortening the production cycle.

The following steps will help to achieve this goal:

Exercise of vigilance against imbalances of raw material and work in progress to limit the

utility of stock

Efforts to finish the job faster

Active disposal of goods that are surplus, obsolete or unusable

Change of design to maximize the use of standard parts and components that are of the shelf

Strict adherence to the production schedules

Special pricing to dispose unusually slow moving items

Evening out of seasonal sales fluctuation to the extent possible.

SHORT TERM SOURCES OF FINANCE

Two most important sources of working capital finance are trade credit and bank credit. Over the

period of years the amount of trade credit has gone up significantly, at the same time obtaining the

trade credit from banks for large-scale industries has become increasingly difficult. A combination of

short and long term finances is used to finance to working capital requirements. Current assets arenormally financed by the short-term sources, which include the following:

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Accruals: This includes what the firm owes to the employees. Its main components are

wages and taxes. Since they are payable at a future date, they have been accrued but not shown as

paid in the balance sheet. Till that time they serve as source of finance. They are a source of

spontaneous financing. Since the firm pays no interest, they are regarded as a free source of

finance.

Trade Credit: It is a spontaneous source of financing, which constitutes 25 to 50 % of short

term financing. Obtaining trade credit depends on:

Earnings record over a period of time

Liquidity position of a firm over a period of time

Record of payment.

Forms Of Bank Finance: The banks give working capital advances in the following

ways:

Cash Credits / Overdrafts: Under this arrangement the borrower can borrow upto a

fixed limit and repay it as and when he desires. Interest is charged only on the runningbalance and not on the sanctioned amount. A minimal chare is payable for availing this

facility.

Loans: They are either credited to the current account of the borrower or given to him

in cash. A fixed rate of interest is charged and the loan amount is repayable on demand or

in periodical installments.

Purchase/Discount of Bills: A bill may be discounted with the bank and when it

matures on a future date the bank collects the amount from the party who had accepted

the bill. When a bank is short of funds it can sell or rediscount the bill on the other hand

the bank with surplus funds would invest in bills. However, with discount rates at 13-14per cent for 90-day paper, bill discounting is an expensive source of short-term funds.

Letter Of Credit: When an L/C is opened by the bank in favour of the customer it

takes the responsibility of honoring the obligation in case the customer fails to do so. In

this case though the customer provides the credit the risk is borne by the bank. Hence we

can say that it is an indirect form of financing.

Some other sources of finance are explained below:

1) Short-Term Loans from Financial Institutions : The LIC, GIC and UTI provide short-

term loans to manufacturing companies that have a good track record. The following are the

eligibility conditions if obtaining the loans:

Declared an annual dividend of 6 % for the past 5 years, in some cases it is 10 %

over last 3 years

The debt equity ratio should not exceed 2:1

The current ratio should be at least 1:1

The average of the interest cover ratios for the past three years should be at least

2:1.

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2) Public Deposits: Unsecured deposits are taken from the public to finance the working capital

requirements. They are an important source of short and medium term finances. A Co. can

accept public deposits subject to the stipulations of RBI from time to time maximum up to 35%

of its paid up capital and reserves, from the public and shareholders. These deposits may be

accepted for a period of 6 months to 3 years.

Advantages

Method of financing is simple and easy as it does not require much formality.

Cheaper method of raising short term finance.

Does not require any security.

Disadvantages

Only for Co.s enjoying good reputation in the market.

The public depositors may put pressure on the Co. to refund the deposits if there is a

rumor that Co. is not doing well.

3) Right Debentures for working capital: In order to get long term resources for working capital,

the public limited companies can issue rights debentures to their shareholders. The key

guidelines to be followed include:

The amount of debenture issue should not exceed 20 % of the gross current assets,

loans and advances minus the long term loans presently available for financing working capital OR

20 % of paid up share capital, including preference capital and free reserves, whichever is the

lower of the two

The debt equity ratio including the proposed dividend issue should not exceed 1:1

They shall be first offered to Indian resident shareholders of the company on a prorata basis.

KEY WORKING CAPITAL RATIOS

Below are those ratios which are important measures of working capital utilization. They are explained

with its formulae and its interpretation:-

Ratios Formulae Result Interpretation

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Stock

Turnover

(in days)

Average Stock

* 365/

Cost of GoodsSold

= X days

On average, you turn over the value of your

entire stock every x days. You may need to

break this down into product groups for

effective stock management.

Obsolete stock, slow moving lines willextend overall stock turnover days. Faster

production, fewer product lines, just in time

ordering will reduce average days.

Receivables

Ratio

(in days)

Debtors * 365/

Credit Sales= X days

It takes you on average x days to collect

money due to you. If your official credit

terms are 45 day and it takes you 65 days,

its a problem

One or more large or slow debts can drag

out the average days. Effective debtor

management will minimize the days.

Payables

Ratio

(in days)

Creditors *

365/

Credit

Purchases

= X days

On average, you pay your suppliers every x

days. If you negotiate better credit terms this

will increase. If you pay earlier, say, to get a

discount this will decline. If you simply

defer paying your suppliers (without

agreement) this will also increase - but your

reputation, the quality of service and any

flexibility provided by your suppliers may

suffer.

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Current

Ratio

Total Current

Assets/

Total CurrentLiabilities

= X times

For example, 1.5 times means that you

should be able to lay your hands on Rs 1.50

for every Rs 1.00 you owe. Less than 1

times e.g. 0.75 means that you could have

liquidity problems and be under pressure to

generate sufficient cash to meet oncoming

demands.

Quick Ratio

(Total Current

Assets -

Inventory)/

Total Current

Liabilities

= X times

Similar to the Current Ratio but takes

account of the fact that it may take time to

convert inventory into cash.

Working

Capital

turnover

Net Sales/

Working

Capital

As % SalesA high percentage means that working

capital needs are high relative to your sales.

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Chapter II

RATIO ANALYSIS AND INTERPRETATION

CALCULATION OF RATIOS RELATING TO WORKING CAPITAL OF

HLL

HINDUSTAN LEVER LTD.

BALANCESHEET

Particulars ------------------- in Rs. Cr. -------------------

Dec '01 Dec '02 Dec '03 Dec '04 Dec '05

12 mths 12 mths 12 mths 12 mths 12 mths

Sources Of Funds

Total Share Capital 220.12 220.12 220.12 220.12 220.12

Equity Share Capital 220.12 220.12 220.12 220.12 220.12

Preference Share Capital 0.00 0.00 0.00 0.00 0.00

Reserves 2,822.90 3,438.08 1,917.93 1,871.92 2,084.83

Revaluation Reserves 0.67 0.67 0.67 0.67 0.67

Net worth 3,043.69 3,658.87 2,138.72 2,092.71 2,305.62

Secured Loans 43.04 19.62 1,603.70 1,453.06 24.50

Unsecured Loans 40.70 38.68 100.61 18.06 32.44

Total Debt 83.74 58.30 1,704.31 1,471.12 56.94

Total Funds Available 3,127.43 3,717.173,843.0

3

3,563.8

32,362.56

Application Of Funds

Gross Block 1,935.88 1,994.36 2,141.72 2,314.22 2,375.11

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Less: Accum. Depreciation 726.34 778.90 846.09 891.08 989.61

Net Block 1,209.54 1,215.46 1,295.63 1,423.14 1,385.50

Capital Work in Progress 110.52 106.87 73.84 94.42 98.03

Total Fixed Assets 1320.06 1322.33 1369.47 1517.56 1483.53

Investments 1,635.93 2,364.74 2,574.93 2,229.56 2,014.20

Inventories 1,240.04 1,278.74 1,402.45 1,479.58 1,324.97

Sundry Debtors 424.78 367.85 470.85 489.27 522.83

Cash and Bank Balance 913.16 942.63 806.48 698.05 355.03

Total Current Assets 2,577.98 2,589.22 2,679.78 2,666.90 2,202.83

Loans and Advances 1,198.41 1,229.16 1,199.10 1,003.91 898.84

Total CA, Loans &

Advances3,776.39 3,818.38 3,878.88 3,670.81 3,101.67

Differed Credit 18.34 11.92 6.15 0.00 0.00

Fixed Deposits 0.00 0.00 0.00 0.00 0.00

Current Liabilities 2,513.55 2,582.72 2,669.14 2,730.64 3,077.97

Provisions 1,091.40 1,205.56 1,311.11 1,123.46 1,158.87

Total CL & Provisions 3,604.95 3,788.28 3,980.25 3,854.10 4,236.84

Net Current Assets 171.44 30.10 -101.37 -183.29 -1,135.17

Miscellaneous Expenses 0.00 0.00 0.00 0.00 0.00

Total Funds Applied 3,127.43 3,717.173,843.0

3

3,563.8

32,362.56

PROFIT & LOSS A/C

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Particulars ------------------- in Rs. Cr. -------------------



Income

Sales Turnover 11,755.04 10,928.36 11,082.10 10,871.12 11,962.54

Excise Duty 1,121.34 976.18 973.73 939.61 882.23

Net Sales 10,633.70 9,952.18 10,108.37 9,931.51 11,080.31

Other Income 522.52 475.69 519.09 440.24 389.77

Stock Adjustments -4.63 3.84 120.20 -76.69 -80.87

Total Income 11,151.59 10,431.71 10,747.66 10,295.06 11,389.21

Expenditure

Raw Materials 5,398.23 4,533.42 4,652.62 4,598.97 5,168.67

Power & Fuel Cost 152.77 166.41 167.84 164.77 168.74

Employee Cost 585.55 591.85 570.85 568.32 585.51

Other Manufacturing

Expenses895.40 927.05 995.58 1,031.04 1,211.53

Selling and Admin

Expenses1,646.75 1,553.47 1,558.92 1,721.78 2,013.81

Miscellaneous Expenses 276.76 280.69 397.91 455.92 439.24

Total Expenses 8,955.46 8,052.89 8,343.72 8,540.80 9,587.50

Operating Profit 1,673.61 1,903.13 1,884.85 1,314.02 1,411.94

PBDIT 2,196.13 2,378.82 2,403.94 1,754.26 1,801.71

Interest 7.74 9.18 66.76 129.98 19.20

PBDT 2188.39 2369.64 2337.18 1624.28 1782.51

Depreciation 144.66 134.10 124.78 120.90 124.45

Profit Before Tax 2043.73 2235.54 2212.40 1503.38 1658.06

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Extra-ordinary items -1.01 56.13 0.00 0.00 0.00

PBT (Post Extra-ord.

Items)2044.74 2179.41 2212.4 1503.38 1658.06

Tax 402.42 465.80 440.61 306.04 249.96

Net Profit 1,641.31 1,769.74 1,771.79 1,197.34 1,408.10

Total Value Addition 3,557.23 3,519.47 3,691.10 3,941.83 4,418.83

Preference Dividend 0.00 0.00 0.00 0.00 0.00

Equity Dividend 1,100.62 1,210.69 1,599.20 1,100.62 1,100.62

Corporate Dividend Tax 57.69 0.00 374.14 145.53 159.62

Per share data (annualized)

Shares in issue (lacs) 22,012.00 22,012.00 22,012.00 22,012.00 22,012.00

Earning Per Share (Rs) 7.19 8.04 6.35 4.78 5.67

Equity Dividend (%) 500.00 550.00 550.00 500.00 500.00

Book Value (Rs) 13.82 16.62 9.71 9.50 10.47

CALCULATION OF RATIOS

Ratios

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Stock Turnover

Ratio

=

COGS / Avg. Stock

(times)

5.19854 4.40033 4.41705 3.91650 4.94270

Receivables

Ratio

=

Debtors * 365 /Sales

(days)

14.58050 13.49103 17.00177 17.98151 17.22270

Payables

Ratio

=

Creditors * 365 /

Sales

(days)

169.95306 207.94296 209..39515 216.71887 217.35940

Current

Ratio

=

Total CA /

Total CL

(times)

1.02563 1.00251 1.00398 0.97665 0.71567

Quick

Ratio

=

(Total CA Stock) /

Total CL

(times)

0.53229 0.50740 0.52490 0.43481 0.28520

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ESTIMATION OF WORKING CAPITAL REQUIREMENT

(AN EXAMPLE)

ELEMENTSAVERAGE PERIOD OF

CREDIT

ESTIMATE FOR

COMING YEAR

Purchase of materials 6 weeks 2,60,000Wages 1.5 weeks 1,95,000

Admin.o/h

Rent 2 months 48,000

Salaries 1 month 36,000

Office expense 2 weeks 45,500

Factory o/h (Includes

depreciation 20%)2 months 60,000

Sales

Cash 14,000

Credit 7 weeks 6,50,000

Raw materials are in stock for 4 weeks

FG are in stock for 1 month

Process time 15 days

Factory overheads and wages accrue evenly

FG are valued at cost of production

Minimum cash balance required is 40,000

Assumptions:

1) Production and sales are evenly distributed throughout the year

2) Raw materials are issued to production right in the beginning, whereas wages and overheads

are incurred evenly.

3) 15 days is taken as 2 weeks

4) 1year = 52 weeks

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SOLUTION:-

Budgeted P/L

ELEMENT YEARLY WEEKLY

Raw Material 2,60,000 5,000

Wages 1,95,000 3,750

Prime Cost 4,55,000 8,750

Overheads 60,000 1,154

Cost Of Goods Sold 5,15,000 9,904

Calculation of Working Capital Requirement

CURRENT ASSETS RS. RS.

(A) Stock

Raw Material

(2,60,000/52 *4)

20,000

Finished Goods

(515,000/52*4)

39,616 59,616

(B) WIP

Raw Material

(2,60,000/52*2)

10,000

Wages

(1,95,000/52*2*0.5)

3,750

Overheads

(60,000/52 *2*0.5)

1,154 14904

(C) Debtors

(6,50,000/52*7)

87,500

(D) Cash 40,000

TOTAL C.A. 2,02,020

(-)CURRENT LIABILITIES

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(A) Creditors

Raw materials

(2,60,000/52*6)

30,000

(B)Wages

(1,95,000/52*1.5)

5,625

(C) Administration overheads

Rent (48,000/52*8) 7,385

Salary (36,000/52*4) 2,769

Office expense (45,500/52*2) 1,780 11,904

(D) Factory overheads

60,00/52*8)

9,235

TOTAL C.L. 56,570

WC reqd.(CA-CL) 1,45,260

INTERPRETATION:

The two main ratios we used for our analysis were the quick ratio or the acid test ratio and the current

ratio, both of which have been explained earlier. The current ratio is the indication of the amount of

money that a company has in comparison to what it owes and it is generally considered adequate to

have a current ratio of more than 2:1.

So we can say that for a company to perform well it is very important that it should have proper

working capital because it reflects the performance of the company.

Chapter III

FINDINGS

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SMALL SCALE INDUSTRIES VIEW OF MANAGING WORKING CAPITAL:

As we all know that working capital management is more important to small firms as compared

to large firms because they may have little investment in fixed assts but high investment in current

assets. Here we will look at working capital management in the small scale-manufacturing units and

how it affects them.

The small-scale sector has emerged as a dynamic and vibrant sector of the Indian

economy. The sector accounts for 40% of the industrial production, 35% of the total exports.

There are about 30 lacs Small Scale Industries in the country and about 90% of employment in

the country is in this sector.

We will now look at the management of working capital in SSIs. For the purpose of this

project the details about various SSIs are given below:

GIRNAR PACKAGING [Vapi (Gujarat)]

The main unit under the name of Girnar Packaging is situated at Vapi (Gujarat) approximately

150Kms from Mumbai. It was started in 1980.

Sources of finance

The long-term finance, if required, is raised from commercial banks. The banks provide loans to

them to an extent of four times the money contributed by the partners.

The short-term finance is raised by hundis. The company makes purchases of raw materials with a

credit period of 30 days. Similarly, they sell the goods also at 30 days credit period. The amount to

be paid to the suppliers is normally paid after the credit period of 30 days. Hence they efficiently

manage their funds and reduce their WC requirements.

As soon as the goods are sold, they draw a bill on the customer and then discount the bill with the

bank for funds. Also, the customer and the company share the interest charged equally. Thus this

provides a good source of short-term finance.

Inventory, Receivables

Formerly, they used to keep inventory of four weeks. But now they are practicing JIT. They now

maintain a stock for only 3 days. The value of the 3-day inventory is around Rs 20 lakhs. They

have realized the importance of funds and hence are trying to avoid blocking of too much money in

the inventory and hence are resorting to modern inventory management practices.

Capacity utilization

The entire plant capacity is utilized, as Girnar gets enough orders. In fact, they receive and accept

20 % more orders than their actual capacity. They do so to earn more profits and because they

expect a few cancellations or postponement of some orders that they receive. If they cannot

complete the orders, they give out the job to other small firms and then they send it to theircustomers.

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ON-LINE PACKAGING LIMITED (GOA)

On Line Packaging Ltd, situated in Goa, was established in the year 1998.

Sources of Finance

The owners meet the companys Short term and Long-term finance needs. The company

does not have to depend on Banks or any other financial institutions.

Working capital of the plant is 30 lacs, which is contributed by the partners.

Inventory The planning and production of the packaging material is done as per the clients

policy of Just In Time (JIT). The company usually gets four weeks for planning and

production. The finished products are kept ready one week prior to the actual delivery date.

They simply keep the inventory to minimum and procure it as and when necessary.

JANAK ENTERPRISES (DAHANU)

Janak Enterprises is an ancillary unit situated at Dahanu. The company was established in 1973and used to produce hinges since the year of commencement. Later on, in 1977, they started

manufacturing 2-wheeler parts for Kinetic Engineering Limited. But since 1979 till date, they are

producing Scooter horns for Bajaj Auto Limited.

Long term and short term requirements of Janak Enterprises are covered by Co - operative

Banks like Saraswati & Kapol Co - operative Bank and Nationalised Banks like State Bank of India

and Bank of Baroda. Nationalized banks also give loans for R & D projects. They pay a

comparatively high rate of bank interest.

Loans are given on the basis of past performance of the unit. But according to them, bank

financing depends to a considerable extent on Bank - Agentrelationships and facts of a proposal.

Working Capital is given on basis of production, sales price, material cost, content of raw

material, salary structure, wage bills and wage structure and other expenditures.

Their cash is mainly stuck in debts and inventory.

SHIVAM PACKAGING (KHOPOLI):

Shivam packaging commenced production from February 1999.

Sources of Finance

Long Term Finance:

Shivam Packaging Industries Pvt. Ltd. has taken a term loan of Rs. 36,00,000 from the Union

Bank of India. They had to give 200% collateral for getting this loan. The plant and

machinery, land and building are also pledged with the Union Bank of India. The tenure of

this loan is 5 years at the rate of 16.5%.

Short Term Finance:

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The working capital (the Stock and Debtors) loan limit provided by the Union Bank of India

to Shivam Packaging Ltd. is Rs. 25,00,000. This is also known as the Cash Credit account.

Working Capital:

Inventory Rs. 15,00,000

Sundry Debtors Rs. 20,00,000

Cash & Bank Balances Rs. 20,000

Less: Liabilities Rs. 15,00,000

Working Capital Rs. 20,20,000

They maintain a raw material inventory of about 45-50 tons, which is Rs. 14-15 Lakhs in

money value.

The Economic Ordering Quantity for him is 10 tons of Paper, which is 1 truckload. The

minimum time taken for the raw material to reach the factory is one week, since all his suppliers arelocated at Vapi.

They maintain a maximum of 10-day inventory of finished goods, depending on the

consignment, or if the delivery is deferred.

CONCLUSION

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Cash is king- especially at a time when fund raising is harder than ever. Letting it slip away is an

oversight that investor should not forgive. Analyzing a companys working capital can provide

excellent insight into how well a company handles its cash, and whether it is likely to have any on

hand to fund growth and contribute to shareholder value.

To conclude this project on Business analysis and working capital seems to be a new beginning,

towards analyzing the fund management done by corporate, constituting of analyzing fund

requirements, identifying the probable sources of funds, performing credit appraisal for procurement of

funds and finally delegating and acquiring the funds.

It can be said, that for proper assessment of working capital requirements know how of

budgeting, forecasting, market conditions, sources of funds, assessment policies, credit policies and

risk structures of banks and RBI, as well as a personal rapport with the lenders is extremely essential, a

mix of this can result in to easy assessment and procurement of funds.

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C hapter IV

BIBLOGRAPHY

Financial Management-I.M Pandey

www.economictimes.com

Final WC Project (1)

Documents